By Laurence Prusak Since the Second World War, something like forty-five major idea-movements have swept through both public and private organizations. They include early time-and-motion studies, the quality movement, reengineering, human potential, and many, many others. Some of these movements promulgate genuinely new ideas; some recycle old approaches under new names. I am quite […]
By Laurence Prusak A few decades ago a Massachusetts Institute of Technology researcher, Ithiel de Sola Pool, put out a book called Predicting the Telephone.
By Laurence Prusak I’d like to talk about an F word that is probably heard less in most organizations than that other F word—the one you thought I meant. The F word I have in mind is “failure.”
By Laurence Prusak Imagine if the Curiosity rover found evidence of life on Mars—not fossil microorganisms, but a live, English-speaking Martian.
By Laurence Prusak The question I most often hear when I speak to people about how to work with knowledge is some variation of “How can we measure the value of knowledge activities or projects?
By Laurence Prusak At the end of February, the Office of the Chief Engineer at NASA convened a meeting at Kennedy Space Center to discuss a variety of practices and policy issues regarding knowledge management at the agency.
By Laurence Prusak Every once in a while, some U.S. or other government agency or a nongovernmental organization issues a report that is actually very useful and—dare I say it—even startling in its implications.
By Laurence Prusak How do you evaluate a situation quickly—in seconds or minutes? Do you think it through systematically, evaluating the evidence at hand, weighing all the inputs and coming to a coherent and cohesive conclusion?
By Laurence Prusak Who was the last person who knew everything? That’s right, there was a time when this was a legitimate question for pundits in Europe and the early American republic.
